Human Resources Management Toolkit

Transcription

1 Agenda Human Resources Management Toolkit The Finn Group Nally, Bauer, Feinen & Mann Serra Ventures, Inc. Presenter Introductions Workshop Goals Why HR Management? Behavioral Interviewing Immigration Employment Law Performance Reviews and SMART Goals Resources, Websites Presenters Workshop Goals Dr. James Finn and Dr. Paula Finn of Finn Group Roaa Al-Heeti, attorney with Nally, Bauer, Feinen & Mann Tim Hoerr and Dennis Beard of Serra Ventures To equip participants with various HR management tools To better understand the HR management function and how it supports the overall organizational purpose Why Human Resources Management? Each organization has a unique mission, vision and strategy Why Human Resources Management? Each team member plays an important role Company Mission, Vision, and Strategy Understand his/ her Role Company Mission, Vision, and Strategy Individual Team Member How does role fit with the big picture? Be recognized for achieving results Be rewarded

2 Why Human Resources Management? Team members align to help company achieve its goals The HR Management Process Organizational Strategy and Structure Recruiting Company Mission, Vision, and Strategy Hiring TEAM MEMBER # 1 TEAM MEMBER # 2 TEAM MEMBER # 3 Training Performance Management Establishing Smart Goals Ongoing Performance Monitoring Compensation and Reward Formal Performance Reviews Behavioral Interviewing Common Hiring Problems Selecting the best person for the job New hire is a bad fit Didn t hire what we need Hired Dr. Jekyll/Mr. Hyde New hire was not entirely truthful about... Take the Time Do It Right How to Select Great Employees Job-person fit is improved Increase your chances of success Process is defensible Process forms the basis for goal setting and performance reviews Define the job Develop a job description Recruit for the position Review resumes Interview candidates for the job Check references

3 How to Select Great Employees, Cont. Candidate Interviews Consider selection assessment Review all data on final candidates Select your final candidate Extend an offer Hire the best-fit candidate Send letters to unsuccessful candidates Two types of interviews: Traditional Behavioral Traditional Interview Focuses on straightforward questions and answers What are your strengths and weaknesses? What challenges did you face and how did you handle them? If you were in this type of a situation, how do you think you might handle yourself? Describe a typical workweek Behavioral Interview Employer decided/knows skills necessary for job Focuses on these skills Rather than, how might you behave?, how did you behave? Behavioral Interview Behavioral Interview Major tenet of behavioral interviewing: Past performance predicts future performance. Behavioral interview questions are: Specific job-related and more Probing Pointed More specific than a traditional interview

4 Examples Give me an example of a goal you reached and what you did to achieve it. What do you do when your schedule is interrupted? Give me an example of how you handle it. Give me an example of how you worked effectively under pressure. STAR/SOAR Concept Situation Task/Objective Action Result Behavioral Interviews Should: Behavioral Interviewing Be grounded in job description Align with job-related competencies Be consistently administered to each applicant Provide information relevant to person-job fit Exercise Immigration Employment Law Many choices Costs can be very significant or inexpensive Look at your competitors to help determine what you should offer Seek assistance, especially on the more complex/regulated benefits Big 3 - Health insurance, retirement, vacation/pto

5 Health Insurance Can take many forms Landscape is changing - new rules coming Costs are usually very high Cash in lieu of health benefit Comparison shop Retirement Plans Many options 401k Defined Benefit Pension SEP IRA s Will likely need an advisor Costs vary from inexpensive to very rich Vacation/Paid Time Off Work with your CPA Compare to your competition Beware of labor laws A Myriad of Other Benefits Companies May Offer: Cafeteria Plan/Flex Spending Stock Options/ISO s/sar s Dental Plan Life Insurance Optical Plan Long-term Disability Insurance Childcare on Site* Matching Gifts Program Child/Adult Daycare Assistance Bonus and Profit Sharing Sick Days /Personal Days Severance Programs Tuition Assistance Loans Group Legal Services Retirement Medical Plans Discount Programs* Clothing Allowances Other Fringes (Memberships, Tax and estate planning services) Employee Assistance Plans Moving Expenses Co. Recreation Facilities Subsidized Eating Facility/Cafeteria Company Automobile Performance Management: Communication is Key Performance Management: S.M.A.R.T. Goals Company should intentionally communicate its mission, vision and strategy to all employees Employees must understand their role in relation to the big picture Employees establish goals that are appropriate for their role S - Specific: Goal must focus on specific result or accomplishment, rather than on general or vague actions. M - Measurable: A goal must be measured to be effectively managed. Measures might include quality, quantity, timeliness or cost. A - Agreed upon: Supervisors and employees should both agree up on the substance of the performance goal R - Realistic: Goals should not be so easy that individual can readily meet the accomplishment, but not so difficult they are de-motivating. The best goals are challenging, yet realistic. T - Tied to the business/time-bound: Personal goals should be in sync with the department and company goals, and should have a definite time frame for achievement.

6 Performance Review A tool that supports the overall HR management An excellent opportunity for candid feedback Should not be full of surprises Should be used as an opportunity to affirm and encourage A great starting point for establishing next year s SMART goals Resources, Websites See Handouts HR Management Websites: Questions? Contact Info The Finn Group: [email protected] Nally, Bauer, Feinen & Mann: [email protected] Serra Ventures, Inc. [email protected]